2025-06-30-accounts

ANNUAL REPORT AND ACCOUNTS

2024 - 25

Registered Charity - 1161021

Contents

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Reference and Administrative Details 2
Chairmans Foreword 3
Food Bank 5
Food Print 9
FoodPrint on Wheels 9
Community Gardening 10
Christmas Hampers 10
Himmah Hub 11
Anti-Poverty and Food Systems Work 11
Hot Meals Provision 12
Citizen-Led Governance 13
Anchor Network Partnership 13
Clothes Bank 14
Race, Arts and Heritage Programme 15
Power 2 Prosper 15
Nottingham Race Network (NRN) 16
Community Asset Transfer Campaign 16
Social Justice Awards 2024/25 17
Prince Harry Recognition 1 8
Public Benefit Statement 19
Governance 19
Induction of Trustees 19
Reserves Policy 20
Exemptions 20
Financial Statement 21
Notes to Financial Statements 26
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Reference and Administrative Details

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Trustees Mr. Shoaib Khan (Chair)
Ms. Ferzana Shan (Vice-Chair)
Mr. Iftikhar Ahmed
Mr. Isa Truchet
Mr. Baba Njie
Senior Management Team Sajid Mohmmed (Director)
Caron Boulghassoul (Independent Board Secretary)
Jagdish Patel (Head of Art, Heritage, and Research)
Registered Office Unit 4-5 Forest Court
Gamble Street, Radford
Nottingham
NG7 4EX
Charity Registration Number 1161021
Bankers Lloyds Bank
12-16 Lower Parliament Street
Nottingham
NG1 3DA
Independent Examiners Dinson & Co.
Castle Cavendish Enterprise Centre,
63-67 St Peter's St, Nottingham,
NG7 3EN United Kingdom
[e-mail]
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Chairmans Foreword

On behalf of the Board of Trustees, it is my honour to present Himmah’s Annual Report for the year 2024–2025 on behalf of the Board of Trustees, This has been another year of deep challenge for the communities we serve, but also a year in which Himmah has continued to respond with compassion, creativity, dignity and an unwavering commitment to justice.

Across Nottingham, too many individuals and families continue to face the harsh realities of poverty, insecure housing, low wages, rising food costs, benefit issues, poor health, and the ongoing pressures of an unequal society. For many people, the crisis is not temporary. It is longterm, complex and structural. Himmah’s response has therefore continued to be more than emergency relief. We have sought to meet immediate need, while also building the relationships, confidence, leadership and collective power required to challenge the causes of poverty and injustice at their roots.

This year, Himmah once again maintained its position as the largest independent food bank in Nottingham. We distributed 11,961 food parcels to 1,188 families, reaching 2,463 people. Each parcel represents a household facing difficulty, but it also represents a commitment from Himmah that no one in our city should be left to go hungry. We have remained committed to providing seven days’ worth of food for each person in a household, and we continue not to limit repeat referrals, recognising that many people need sustained support due to disability, insecure immigration status, homelessness, low income or wider hardship.

Our provision of Halal food parcels has also continued to grow in importance. This year we distributed 5,144 Halal food parcels, ensuring that people facing poverty are not forced to choose between hunger and their religious practice.

This is central to Himmah’s ethos: food support should not only meet physical need, but should protect dignity, identity, faith and wellbeing.

Alongside the food bank, our Foodprint social supermarkets in Sneinton and Radford have continued to provide affordable food with choice and dignity. Supporting over 350 families a week, Foodprint allows people on low incomes to access good food while also reducing food waste. Our Foodprint on Wheels service has also continued in St Ann’s, taking fresh and affordable food directly to residents who face barriers in accessing shops and healthy produce. Together, these services show that food justice is not simply about calories or parcels; it is about agency, access, dignity and community.

This year also saw Himmah take on the operation of the Nottingham Clothes Bank, formerly run by Nottingham Arimathea Trust. This has become a vital part of our support for people seeking asylum and newly recognised refugees, many of whom arrive in Nottingham with very little. Between December 2024 and May 2025, the Clothes Bank supported 724 individuals, including 101 children, distributing thousands of items of clothing and hundreds of toiletry packs. I am particularly proud that this work is delivered in a way that is welcoming, low-barrier and rooted in respect. It is a powerful reminder that dignity can be restored through the most practical acts of care.

Our community gardening work has continued to bring people together through growing, sharing and learning. The Gamble Street Corner garden remains a space where fresh produce, flowers, volunteers, food bank users and local residents all come together. Projects like this show the quieter but equally important side of Himmah’s work: creating spaces of belonging, mutual support and hope.

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The Himmah Hub in Hyson Green has also continued to develop as a Black-led cultural and social justice institution. Through hot meals, welfare support, cultural programming, anti-racist work, community organising and leadership development, the Hub represents a wider vision of what Himmah is becoming. It is not simply a building or a service point. It is a space of radical possibility, where people can move from crisis, to connection, to confidence, to leadership.

Our Hot Meals Provision has been central to this work. Over the year, we provided more than 15,000 meals through three weekly sessions at the Hub, serving between 100 and 140 people each evening. These meals are not only about food. They are about warmth, welcome, conversation, solidarity and connection. They also provide a gateway into wider support, including welfare rights, debt advice, wellbeing support, skills development and community organising.

This year has also seen Himmah deepen its role in social justice and systems change. Through Power 2 Prosper, the Nottingham Race Network, the Race Equality Justice Council Nottingham, and our work around community asset transfer, we have continued to build power with Black, Brown, Muslim and working-class communities. This work recognises that poverty and racial injustice are not accidental. They are the result of systems, policies and decisions. Our response must therefore include service, but also organising, advocacy, research, storytelling and collective action.

Our partnership with the Anchor Network has further strengthened our commitment to economic empowerment and community wealth building. By supporting Muslim professionals, students and emerging leaders to build networks, access mentoring and unlock opportunities, we are helping to create bridges between grassroots community work and longterm economic mobility.

In November 2024, we hosted our annual Social Justice Awards, bringing together more than 150 changemakers, partners and allies from across Nottingham. The evening was a chance to celebrate the individuals and organisations working for a more equal city, but also to remind ourselves that this work is collective. No single organisation can tackle poverty, racism and injustice alone. Himmah’s strength has always come from partnership, solidarity and the many people who choose to stand alongside us.

As Chair, I want to extend my deepest thanks to our staff, volunteers, trustees, donors, partners and supporters. Your commitment makes this work possible. Whether you are packing food parcels, serving hot meals, sorting clothes, growing vegetables, offering professional expertise, making donations, building campaigns, or simply showing up for your neighbours, you are part of the story of Himmah.

Himmah began as a response to hardship and indignity. It has grown into a movement rooted in compassion, service, justice and love for our city. In a time when many people feel forgotten, Himmah continues to say: you are seen, you matter, and we will work with you to build something better.

Thank you for standing with us in this vital work.

Shoaib Khan Chair of Trustees

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Food Bank

Himmah’s food bank has maintained its status as the largest independent food bank in Nottingham, and we have continued to maintain our commitment to providing 7 days’ worth of food for each person in a household, to ensure that no one need go hungry in Nottingham.

Our service users vary considerably with the challenges they face and come to us for a wide variety of reasons, and many of our service users come to us with multiple issues. The most common reasons cited for needing our support include being on a low income (53% of service users have this cited as a reason for using our service) and issues with benefits (16% of service users). Other reasons include debt (6% of service users), domestic abuse (3%), homelessness (11%), sickness and/or ill health (8%) and having no recourse to public funding (3%).

We don’t limit the number of repeat referrals someone can have, which means we are able to provide long-term support to those who need it; including people who cannot work due to disability, and/or have no recourse to public funds (who can only resolve their situation by submitting fresh claims for asylum or other immigration challenges they face).

We distributed 11,961 food parcels in the 20242025 financial year to 1,188 families (and 2,463 people). We distributed a high of 1,313 food parcels in May 2025, and a low of 688 food parcels in August 2024. We averaged 997 food parcels a month.

We also provide Halal food parcels so that people who have fallen into hardship can receive the food they need to maintain their Halal dietary requirements.

This means people who are facing hardship can keep their religious practices which is crucial to their wellbeing. In the 2024-2025 financial year we supplied 5,144 Halal food parcels.

To receive a food parcel, a service user is referred to us by one of our referral partners. We work with 146 referral partners to ensure that everybody who needs our service can access it. These include housing associations, GPs, women’s refuges, Department for Work & Pensions (DWP) and Nottingham City Council amongst others.

Our food bank is run mostly by our trainee project manager, Adyan, alongside our Food Provision Officer, Adam. They both oversee the day-to-day running of the food bank, including overseeing volunteers and stock management.

The Food Bank relies on volunteer support to keep running. These volunteers support with making food parcels, greeting beneficiaries in reception and in helping in the Foodprint community shop. Our volunteers also get involved in deliveries, outreach and fundraising activities. We have also had an increase in Corporate Social Responsibility from larger businesses with us receiving volunteering support from corporate teams almost every week.

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Sam

Sam is a familiar face at the local food bank, visiting daily to access essential food and basic supplies while living without stable accommodation. Despite the uncertainty of homelessness, Sam consistently approaches the service with warmth, respect, and a strong desire to contribute.

From his first visits, Sam offered to help with practical tasks such as sweeping floors, mopping, cleaning surfaces, and keeping the space tidy for others. Staff and volunteers noticed that his support, though informal, made a genuine difference—especially during busy periods when maintaining a clean, welcoming environment is essential. Sam’s willingness to help has also encouraged positive conversations with other service users, helping to create a sense of community and shared responsibility.

This case highlights how food banks can be more than a point of crisis support: they can provide connection, dignity, and opportunities for people to feel valued. Sam’s story demonstrates the importance of recognising strengths as well as needs, and of creating inclusive spaces where everyone can contribute.

Himmah offers an amazing service to the community. Times have changed, people are going hungry due to the high cost of food and housing costs and low benefits. People struggle and have to make choices like keep warm or eat today, parents not eating to enable them to feed their children. Himmah foodbank /shop and all the staff are a valued part of this community, there would be a lot more people malnourished without your service.

- Vicky, Framework

Himmah’s work is essential in our community, providing support that reduces stress and helps people meet their basic needs. It gives individuals and families the space to focus on rebuilding their lives, feeling included, and becoming part of the community.

-Joanne, Belong

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	Parcels	Parcels	KG				Parcels	KG
Total food donated		778	6224		Total	food donated	1020	8160
Standard		443	3544	JAN	Standard		581	4648
Halal		335	2680		Halal		439	3512
Total food donated		689	5512		Total	food donated	1058	8464
Standard		393	3144	FEB	Standard		603	4824
Halal	296		2368		Halal		455	3640
Total food donated		688	5504		Total	food donated	1313	10504
Standard		392	3136	MAR	Standard		748	5984
Halal		296	2368		Halal		565	4520
Total food donated		947	7576		Total	food donated	1248	9984
Standard		540	4320	APR	Standard		711	5688
Halal		407	3256		Halal		537	4296
Total food donated		970	7760		Total	food donated	1114	8912
Standard		553	4424	MAY	Standard		635	5080
Halal		417	3336		Halal		479	3832
Total food donated	1003		8024		Total	food donated	1133	9064
Standard		572	4576	JUN	Standard		646	5168
Halal		431	3448		Halal		487	3896
	TOTAL	Total food donated Standard Halal		11961 6817 5144		95688 54536 41152

Number of Food Parcels Provided per Month

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Standard Halal
1800 1801
1600
1400 1407
1330
1200 1200
1069
1000 906 1074 976 893 919
800 821
657
600
400
200 331 288 323 308 210 236 264 255 197 248 204
173
0
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
2023 2024
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FoodPrint

In 2024-25, we continued to run our social supermarkets in Sneinton and Radford. Foodprint allows people to buy surplus food at a heavily discounted price. This allows people on a low income to have the dignity of being able to choose their own food from a social supermarket, whilst also helping to reduce food waste.

Foodprint is run by our Foodprint Co-ordinator, Nadeem and our Finance and Operations Lead, Charlie. Across 2 different wards in Nottingham.

Nadeem oversees pricing and the day-to-day management of our Sneinton branch, while Charlie oversees stock ordering and the day-today management of our Radford branch.

Sales this year have been strong, with average monthly sales at our Radford branch just shy of £2,500 and just shy of £18,000 for Sneinton. Average spend stands at £8.97 for Sneinton and £6.74 for Radford. The service remains strong, supporting over 350 families a week access affordable food whilst experiencing the rising cost of living seen today.

Foodprint on Wheels

Over the last year we have continued to run our weekly Foodprint on Wheels service (the mobile version of our Foodprint shops). Once a week the van is taken to a social housing estate in St Anns, where residents often struggle to purchase food due to the estate being on a steep hill; and the two local shops are either unaffordable for people on low incomes or specialise in frozen food only (and often highly processed foods). This means that local residents are not able to access the fresh fruit and vegetables they need to maintain a healthy diet, which is where Foodprint on Wheels comes in. Metropolitan.

Thames Valley Housing have continued to support us this financial year by paying the vehicle running costs and the staff salary to coordinate the project. We serve around 30 customers a week, with an average spend of £8.89. Foodprint on Wheels therefore provides local residents with the opportunity to buy fresh produce at an affordable price, whilst also reducing the need to carry heavy produce that compounds the effects of food poverty in this neighbourhood.

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Community Gardening

This year we have maintained our Gamble Street Corner garden in collaboration with Nottz Garden Project. This space continues to cultivate a variety of vegetables and flowers, freely available to local residents or distributed through our food bank.

This initiative not only provides fresh produce but also creates a communal space that fosters social cohesion and mutual support.

Volunteers, food bank users, and local residents have come together, learning from one another and strengthening community bonds. Our community events, such as Mint Day, Taco Day, and a flowers and bees themed day, have engaged local people in gardening activities and raised awareness about the benefits of fresh produce.

Christmas Hampers

This year we built on our Christmas hamper programme from last year, supplying hampers to children who usually receive free school meals in and around Nottingham and may otherwise receive nothing at Christmas. Each hamper contained two books, chocolate, crisps, biscuits, a toy, a pack of crayons and a colouring book, a mini slinkie, playing cards, a bouncy ball, and a Christmas card.

The hampers brought Christmas cheer to the city’s most vulnerable children. The hampers were made in our food bank warehouse by the same loyal team of staff and volunteers who run the food bank. We received support from Nottingham Forest Community Trust and Ideagen as well as local community donations to ensure we could bring joy to children at Christmas.

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Himmah Hub

The Himmah Hub in Hyson Green has continued to serve as a Black-led cultural and social justice institution, operating as a communal space focused on radical imagination and emancipatory systems change.

Founded in direct response to the structural inequities faced by racialised and working-class communities, the Hub has embedded its role at the intersection of cultural production, grassroots organising, and systems transformation.

Anti-Poverty and Food Systems Work

This year, the Hub has advanced our commitment to food justice not as charity, but as a deeply political practice, a site of memory, survival, and resistance through which a better world is both revealed and reimagined. Our antipoverty strategy has focused on building community-led infrastructure that moves beyond crisis relief toward long-term empowerment and dignity. Through our Opportunity Pathways model, we have supported individuals moving from immediate relief through social capital and belonging, to wellbeing and skills development, security and opportunity, and ultimately to power and leadership.

Key initiatives have included:

• Operating dignified food relief programmes alongside welfare rights advocacy, debt advice, and employment pathways

• Developing community kitchens and educational programmes that centre mutual aid and community resilience

• Establishing social eating spaces and cultural activities that build belonging and combat isolation

• Providing mental health support, healthy living activities, literacy, ESOL, and vocational courses

Our work has challenged the charity model by embedding human rights-based approaches, ensuring access to nutritious food, decent housing, and social security are understood as fundamental rights rather than acts of benevolence.

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Hot Meals Provision

Central to the Hub's food justice work has been our Hot Meals Provision programme, which has provided dignified access to nutritious food while building community and combating isolation. Throughout 2024/25, we have operated three hot meal sessions per week at the Himmah Hub, alongside our brilliant partners. Delivered in collaboration with community organisations, these sessions have enabled us to serve between 100–140 people each evening, totalling over 15,000 meals provided across the year.

These sessions are more than food distribution points; they are communal spaces where people gather, share stories, build relationships, and access wraparound support. Each meal service operates as a site of solidarity and resistance against the structural inequalities that create food insecurity in the first place. By centering dignity in every interaction from the quality of food served to the welcoming atmosphere created we challenge the stigma often associated with accessing food support.

The Hot Meals Provision has served diverse communities across Nottingham, with particular reach into Black, Asian, and Global Majority communities, as well as those experiencing homelessness, precarious housing, and economic hardship. Many attendees are working families whose wages do not stretch far enough, single parents navigating impossible choices, and individuals caught in the gaps of an inadequate social security system.

Crucially, the meals service operates as a gateway to our broader Opportunity Pathways model. While meeting immediate nutritional needs, staff and volunteers connect people with

• Welfare rights advocacy and debt advice Mental health and wellbeing support Skills development and employment pathways Community organising and leadership opportunities Social connections that combat isolation and build resilience

The programme is sustained through a combination of food redistribution partnerships, community donations, volunteer labour, and the commitment of our core team. Volunteers include community members with lived experience of food insecurity, creating peer support networks and pathways to meaningful engagement.

Our Hot Meals Provision is made possible through the support of partner organisations, volunteers and community groups, helping us provide nutritious meals and welcoming spaces each week.

Looking ahead:

In recognition of growing need and community demand, we aim to expand our Hot Meals Provision to five evenings per week during 2026. This expansion will require additional funding, volunteer recruitment, and kitchen capacity development, but represents our commitment to ensuring no one in Nottingham goes hungry while we continue the longerterm work of transforming the systems that create poverty in the first place.

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Citizen-Led Governance

We have progressed our commitment to ensuring the Hub operates through a collaborative and inclusive approach. Through site visits to comparable organisations and community visioning workshops, we have been refining our citizen-led decision-making model. This decolonial approach to service delivery ensures that those who use the Hub shape its direction,

moving beyond traditional top-down models toward genuine community ownership and selfdetermination.

The Hub continues to stand as a space of radical possibility not simply responding to crisis, but actively prefiguring a different world rooted in care, healing, leadership, and collective working.

Anchor Network Partnership

Himmah has strengthened its partnership with Anchor Network, a professional networking organisation connecting aspirational Muslims in Nottingham. Anchor addresses the disproportionate challenges faced by Muslim communities, including overrepresentation in unemployment, underrepresentation in senior positions, and disproportionate levels of poverty.

This collaboration has contributed to our broader work on economic empowerment and community wealth building, ensuring that Black and Brown communities have access to professional networks and career advancement pathways that combat structural economic exclusion.

TThrough this partnership, Himmah has supported Anchor’s mission to expand opportunities for Muslim professionals. By providing access to networking, mentoring and targeted development events, the partnership has helped individuals, from students with untapped potential to established professionals build connections, develop skills and progress in their careers.

The partnership has strengthened links between Himmah’s community organising work and Anchor’s focus on professional development, creating pathways to opportunity for Nottingham’s Muslim community. By connecting students, professionals and community leaders, it has helped individuals expand their networks, access mentoring, and build the skills and confidence to progress in their careers.

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Clothes Bank

In April 2025, Himmah took over the operation of the Nottingham Clothes Bank, formerly run by the Nottingham Arimathea Trust. Since then, we have worked to preserve and grow this vital provision for people seeking asylum and newly recognised refugees who often arrive in Nottingham with little more than the clothes they are wearing.

The Clothes Bank runs three mornings a week and is situated next to the Nottingham Refugee Forum, where beneficiaries can register for the service and wait in the Forum’s free café. Crucially, the service is open-access, there is no referral system, ensuring a welcoming, low-barrier environment for those most in need.

Between December 2024 and May 2025, we supported 724 individuals, including 101 children. We distributed 3,282 items of clothing ranging from new underwear and socks, to trousers, coats, t-shirts, and trainers alongside 789 toiletry packs and a number of donated suitcases.

A majority of the items distributed (1,757) were donated or second-hand. These came through a wide range of creative partnerships, including local leisure centres, hotels, the Motorpoint Arena, and even lost property from the Robin Hood Half-Marathon.

Some volunteers even purchase suitcases from car boot sales using their own money, a testament to the compassion that fuels this project.

The clothes bank is coordinated by Anna, a dedicated subcontractor, and supported by a committed team of 27 volunteers. Together, they ensure the service operates with dignity and respect at its core. The project is overseen by an advisory board composed of Himmah staff, trustees, and volunteers, which meets quarterly to evaluate and develop the service.

“Dear Clothes Bank Nottingham,

I would like to express my sincere gratitude and appreciation for the wonderful assistance you provided me through the clothing supply. Your support has been immense and has had a significant positive impact on my life. I am extremely grateful for the opportunity to benefit from your services, and I am thankful for everything you have done.

Growing up, my passion for humanitarian work has driven me, inspired by my own experiences overcoming challenges in my childhood. I have always believed that humanity is what unites us, and I have always been eager to contribute to helping others whenever I have the opportunity. I am grateful for the opportunity to contribute to the clothes bank, and I am thrilled to be making a difference.

I would also like to thank the other volunteers for their kindness and support. Everyone I met during my volunteer period with the Clothes Bank was welcoming and wonderful, making me feel a sense of warmth.

Thank you again for all the support and assistance you provide to those in need. I wish you continued success and prosperity in your charitable work. With sincere appreciation and respect Amna”

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Race, Arts and Heritage Programme

The Hub has served as a platform for cultural storytelling, anti-racist work on hate crime, and policy advocacy. Our commitment to participatory approaches has prioritised the agency, expertise, and creativity of those most impacted by systemic injustice, grounded in principles of anti-racism, intersectionality, and decoloniality.

Our arts and heritage work has included:

Race Equality Justice Council Nottingham

• (REJCN): Development of this Black and Brown-led body campaigning for racial justice through education, public accountability, casework support, and community-led research on hate crime

Anti-Racist Community Arts Hub:

• Co-creating arts projects with communities using art-based methodologies to hold conversations about racism, populism, and social justice

• Monthly cultural programming including film screenings and music events Public exhibitions and storytelling workshops addressing hate crime and racial justice

Power 2 Prosper & Nottingham Race Network

Power 2 Prosper Regional Hub

Himmah serves as the lead organisation for the Nottingham hub of Power to Prosper (P2P), a bold national movement tackling the root causes of poverty, inequality, and debt by shifting power to the people and communities most impacted. This national programme, led by the New Economics Foundation and the Runnymede Trust, is led locally by us in partnership with Wahda CIC, Heya Empowerment, Pilgrim Social Action, and The African Institute for Social Development. As part of this national programme, Himmah - and our four P2P partners - have been building collective power through grassroots organising, challenging harmful myths about poverty and debt, and influencing policy at local and national levels.

The P2P Nottingham hub has focused on building lasting power among Black and Brown communities by:

• Strengthening relationships and deepening leadership capacity across the voluntary sector

• Campaigning strategically for the community asset transfer of public buildings to Black-led organisations

• Developing local solutions to poverty and inequality rooted in community selfdetermination

• Connecting local action with national change through research, storytelling, and campaigning

Power 2 Prosper's approach centres impacted communities particularly people of colour, single parents, and those with disabilities, rejecting symptom-fixing in favour of confronting systems and creating an economy that works for everyone.

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Nottingham Race Network (NRN)

Building on the P2P infrastructure, Himmah has advanced the development of the Nottingham Race Network a cross-sector, Black and Brownled coalition designed to build relational power through regular forums, shared strategy development, and collective voice. The NRN serves as a trusted, coordinated space for Black and Brown voluntary and community organisations working across different thematic areas from youth, health, and education to faith, welfare, and enterprise.

• One-to-one engagement with Community Assets Transfer (CAT) seeking organisations: Conducting structured conversations with five organisations seeking community asset transfers, followed by joint meetings to develop collective strategy

• Sector mapping: Comprehensive mapping of the Black & Brown voluntary sector in Nottingham and conducting structured oneto-one meetings with leaders

This year's progress has included:

• Monthly social events for Black leaders: Building informal leadership networks and deepening relationships across the sector

• Monthly meetings for Muslim leaders: Strengthening intra-community unity and strategic coordination

• Leadership training: Training Hub leaders in public narrative development and relational organising through one-to-one conversations

The NRN has applied Marshall Ganz's organising methodology, focusing on story (developing public narratives), relationship (deepening trust through one-to-ones), structure (establishing leadership cohorts), strategy (targeting Nottingham City Council for Community Assets Transfer policy change), and action (mobilising through events and stakeholder engagement).

Community Asset Transfer Campaign

Central to the NRN's work has been the campaign for community asset transfer advocating for Nottingham City Council to transfer key public buildings to Black-led voluntary organisations. This campaign recognises that community ownership of physical infrastructure is essential for long-term sustainability, autonomy, and power-building. Through research, coalition-building, and direct engagement with policymakers, the NRN has positioned asset transfer as a matter of racial justice and community self-determination.

Looking ahead, the network plans to commission a report from the Runnymede Trust based on Ubele's Home Truths research, host a race and asset justice stakeholder conference, and execute targeted campaign tactics to secure commitments from Nottingham City Council on community asset transfers.

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Social Justice Awards 2024/25

In November 2024, Himmah hosted the annual Social Justice Awards, an evening of celebration and gratitude recognising partners from across the community, statutory, and private sectors who have been engaged in tackling issues of social justice across Nottingham.

The event brought together over 150 changemakers, allies, and organisations committed to dismantling structural barriers and building a more equitable city. In a context of deepening inequality and ongoing challenges facing Black, Asian, and Global Majority communities, the awards provided a rare opportunity to pause, celebrate collective achievements, and honour those working at the forefront of racial justice, food sovereignty, antipoverty initiatives, and community empowerment.

The Social Justice Awards served multiple purposes beyond recognition. The event strengthened networks across sectors, demonstrated the breadth of justice work happening across Nottingham, and created space for organisations to learn from one another's strategies and successes.

Importantly, the awards challenged conventional models of recognition by centring those with lived experience of injustice, celebrating grassroots organisations alongside established institutions, and framing social justice work not as charitable acts but as essential components of systemic transformation.

Attendees included representatives from local government, health services, education institutions, faith communities, voluntary sector organisations, and business leaders committed to ethical practice and community wealth building. The evening featured testimonials from community members whose lives have been transformed through social justice initiatives, cultural performances celebrating Nottingham's diversity, and collective visioning for the year ahead.

The success of the social justice awards has established an annual tradition a moment each year when Nottingham's social justice ecosystem gathers to celebrate progress, acknowledge challenges, and recommit to the long-term work of building a city rooted in dignity, redistribution, and shared power.

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Prince Harry Recognition

Dear Himmah,

I am delighted to inform you that I am making an unrestricted donation to support your vital work. While unrestricted, I hope this contribution will help you provide nutritious meals to families in need during the Christmas season a time when your services are particularly impactful.

Nottingham holds a special place in my heart, having had the privilege of visiting and supporting the community there for many years. The incredible work Himmah does to address food insecurity, poverty, and social exclusion is inspiring. I am pleased to continue supporting your efforts, following my wife’s donation in 2021, which helped stock your food bank, and equip your team to expand their services.

It is an honour to play a small part in your mission to bring communities together, create opportunities, and support those facing hardship. With warmest wishes for the holiday season, Best wishes,

Prince Harry, The Duke of Sussex

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Public Benefit Statement

The trustees of Himmah have considered the Charity Commission guidance on public benefit requirements. In the opinion of the trustees, the public benefit arising from Himmah’s activities are the prevention and relief of poverty, community development (including developing community leadership and community organising), improving and developing religious and racial harmony and the advancement of

education through heritage & the arts. Himmah focuses its resources on supporting those most in need which is evidenced through referrals received for support from around 146 different partner charities/organisations. The trustees confirm that they have complied with their duty in terms of Section 4 of the Charities Act 2006 to have due regard to the Charity Commissions guidance on public benefit.

Governance

Himmah’s founding document is its constitution (Model Constitution for a Charitable Incorporated Organisation). It is managed by the Board of Trustees, which consists of trustees and others with expertise who may be appointed by the trustees as co-opted members. The Board of Trustees undertakes skills audits and invites others to join the board who it

feels will add value to the decision-making and processes of the charity. The Board of Trustees usually meets every 1-2 months, but additional meetings can be called should urgent business arise. The Senior Management Team are able to request a meeting should urgent business need to be discussed which requires trustees insight and strategic decision on.

Induction of Trustees

All new trustees are invited to meet with the chair to discuss the role and what is expected of them as charity trustees. They are then given an induction pack outlining the roles and responsibilities of being a trustee as well as CC3 – The Essential Trustee, What you Need to Know

and What you Need to Do (Charity Commission). They are invited to attend a trustee meeting as an observer before they are offered the opportunity to become a trustee and can be involved in Himmah’s development once their offer has been formally accepted.

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Reserves Policy

The Trustees have established a reserves policy to maintain unrestricted free reserves equivalent to between three and six months of fixed and operational expenditure. Based on expenditure levels during the year, this equates to a target reserves range of £141,280 to £282,560 at the year end.

At 30th June 2025, the charity's unrestricted reserves stood at £51,276. While this remains below the Trustees' target range, the year-end position reflects continued commitment towards the charity's reserves objective.

The Trustees recognise the importance of continuing to strengthen the charity's reserves position to improve financial resilience and sustainability. However, this objective must be balanced against the ongoing growth in demand for the charity's services and the organisation's commitment to maximising its charitable impact. Throughout the year, the charity continued to respond to increasing levels of need while maintaining its commitment to ensuring that individuals who could benefit from its services were not turned away due to capacity constraints.

Exemptions

Himmah is a registered charity and is exempt from any Corporation or Income Tax.

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For The Year Ended 30th June 2025

Financial Statement

Statement of Trustees’ responsibilities

The trustees are responsible for preparing the trustees' report and the financial statements in accordance with the United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice) and applicable law and regulations.

The law applicable to charities requires the trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charity and of the incoming resources and application of resources of the charity for that period.

In preparing these financial statements, the trustees are required to:

• select suitable accounting policies and then apply them consistently;

• observe the methods and principles in the Charities SORP;

• make judgements and estimates that are reasonable and prudent;

• state whether applicable accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements

• prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in business.

The trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charity and enable them to ensure that the financial statements comply with the Charities Act 2011, the Charities (Accounts and Reports) Regulations 2008, and the provisions of the constitution.

The trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable incorporated organisation. Legislation governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

The trustees are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

Approved by the trustees of the charity on on 07/05/26 and signed on its behalf by:

Mr.Shoaib Khan Chair of Trustees

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Independent Examiner’s Report

For The Year Ended 30th June 2025

Independent Examiner’s Report To The Trustees

I report to the trustees on my examination of the accounts of the above charity (“the Trust”) for the year ended 30 / 06 / 2025.

Responsibilities and basis of report

As the charity's trustees, you are responsible for the preparation of the accounts in accordance with the requirements of the Charities Act 2011 (“the Act”).uirements of the Charities Act 2011 (‘the Act’).

I report in respect of my examination of the Trust’s accounts carried out under section 145 of the 2011 Act and in carrying out my examination, I have followed all the applicable Directions given by the Charity Commission under section 145(5) (b) of the Act.

I have completed my examination. I confirm that no material matters have come to my attention in connection with the examination (other than that disclosed below *) which gives me cause to believe that in, any material respect:

• the accounting records were not kept in accordance with section 130 of the Charities Act; or

• the accounts did not accord with the accounting records; or

• the accounts did not comply with the applicable requirements concerning the form and content of accounts set out in the Charities (Accounts and Reports) Regulations 2008 other than any requirement that the accounts give a ‘true and fair’ view which is not a matter considered as part of an independent examination.

Independent examiner’s statement

The charity’s gross income exceeded £250,000 and I am qualified to undertake the examination by being a qualified member of the Association of Chartered Certified Accountants (ACCA).

I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached.

Muhammed Ahmed Dinson & Co. The Association of Charted Certified Accountants (ACCA)

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Statement of Financial Activites

For The Year Ended 30th June 2025

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Balance Sheet

For The Year Ended 30th June 2025

Exemption Statement

The trustees of Himmah are responsible for the preparation of the accounts, the trustees consider that an Audit is not required for this year under section 144(2) of the Charities Act 2011 and that an Independent examination is needed.

The Trustees acknowledge their responsibilities for:

• Complying the with the requirements of Charity 2011 Act, i.e: Charity keeps appropriate accounting

• 1. records for preparation of Financial statements.

• Charity has Prepared the accounts which give a true and fair view of the state of affairs of the charity end of the financial year 2024, and of its income and expenditure account, in accordance with the requirements of charity Act 2011.

These accounts have been delivered in accordance with the provision applicable to small charities, and in accordance with the financial reporting standard for smaller Entities were approved by the Management committee.

The financial statements were approved by the trustees on 07/05/26 and authorised for issue, signed on their behalf:

Chair of Trustees

Mr. Shoaib Khan

The notes on page 26 to 30 form an integral part of this financial statement.

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Cash Flow Statement

For The Year Ended 30th June 2025

All of the cash flows are derived from continuing operations during the above two periods.

The notes on page 26 to 30 form an integral part of this financial statement.

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Notes to Forming Part of These Financial Statements

For The Year Ended 30th June 2025

1. Accounting Policies

Statement of compliance

The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland issued in October 2019, the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102), the Charities Act 2011, and UK Generally Accepted Accounting Practice.

Basis of preparation

Himmah meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy notes.

Going concern

The financial statements have been prepared on a going concern basis.

The trustees have reviewed the charity’s financial position and future plans and have assessed the charity’s ability to continue as a going concern for at least 12 months from the date of approval of these financial statements. The trustees are confident that the charity will continue as a going concern based on the following:

• The charity has adequate liquidity and cash flow forecasts for the next 12 months.

• Ongoing multi-year funding commitments from key funders ensure continued financial support.

Income and endowments

Voluntary income including donations, gifts, legacies and grants that provide core funding or are of a general nature is recognised when the charity has entitlement to the income, it is probable that the income will be received and the amount can be measured with sufficient reliability.

Donations and legacies

Donations and legacies are recognised on a receivable basis when receipt is probable and the amount can be reliably measured.

Grants receivable

Grants are recognised when the charity has an entitlement to the funds and any conditions linked to the grants have been met. Where performance conditions are attached to the grant and are yet to be met, the income is recognised as a liability and included on the balance sheet as deferred income to be released.

Deferred income

Deferred income represents amounts received for future periods and is released to incoming resources in the period for which, it has been received. Such income is only deferred when:

• The donor specifies that the grant or donation must only be used in future accounting periods; or

• The donor has imposed conditions which must be met before the charity has unconditional entitlement.

Expenditure

All expenditure is recognised once there is a legal or constructive obligation to that expenditure, it is probable settlement is required and the amount can be measured reliably.All costs are allocated to the applicable expenditure heading that aggregates similar costs to that category. Where costs cannot be directly attributed to particular headings they have been allocated on a basis consistent with the use of resources, with central staff costs allocated on the basis of time spent, and depreciation charges allocated on the portion of the asset's use.

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Charitable activities

Charitable expenditure comprises those costs incurred by the charity in the delivery of its activities and services for its beneficiaries. It includes both costs that can be allocated directly to such activities and those costs of an indirect nature necessary to support them.

Government grants

Government grants are recognised based on the accrual model and are measured at the fair value of the asset received or receivable. Grants are classified as relating either to revenue or to assets. Grants relating to revenue are recognised in income over the period in which the related costs are recognised. Grants relating to assets are recognised over the expected useful life of the asset. Where part of a grant relating to an asset is deferred, it is recognised as deferred income.

Taxation

The charity is considered to pass the tests set out in Paragraph I Schedule 6 of the Finance Act 2010 and therefore it meets the definition of a charitable incorporated organisation for UK corporation tax purposes. Accordingly, the charity is potentially exempt from taxation in respect of income or capital gains received within categories covered by Chapter 3 Part 11 of the Corporation Tax Act 2010 or Section 256 of the Taxation of Chargeable Gains Act 1992, to the extent that such income or gains are applied exclusively to charitable purposes.

Tangible fixed assets

Individual fixed assets costing £500 or more are initially recorded at cost, less any subsequent accumulated depreciation and subsequent accumulated impairment losses.

Depreciation and amortisation

Depreciation is provided on tangible fixed assets so as to write off the cost or valuation, less any estimated residual value, over their expected useful economic life as follows:

Asset class	Depreciation method and rate
Fridges & Computer Equipment	18% reducing balance
Fixture & Fitting and General equipment	6% reducing balance

Trade debtors

Trade debtors are amounts due from customers for merchandise sold or services performed in the ordinary course of business.

Trade debtors are recognised initially at the transaction price. They are subsequently measured at amortised cost using the effective interest method,less provision for impairment.A provision for the impairment of debtors is established when there is objective evidence that the charity will not be able to collect all amounts due according to the original terms of the receivables.

Cash and cash equivalents

Cash and cash equivalents comprise cash on hand and call deposits, and other short- term highly liquid investments that are readily convertible to a known amount of cash and are subject to an insignificant risk of change in value.

Fund structure

Unrestricted income funds are general funds that are available for use at the trustees’ discretion in furtherance of the objectives of the charity.

Restricted funds are received for specific purposes.

Pensions

The charity operates a defined contribution pension scheme for employees. The assets of the scheme are held separately from those of the charity. Pension costs charges in the Statement of Financial Activities represent the contributions payable by the charity during the year.

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NolwJ lorrnlThg partof fi￿an¢1￿ atatemgnts Icontlnuedl FOR ThE YEAA ENDED 30th JUNE 202S NOts¥ NBllncthTr4vJt8sources ZD24 nMsblctèd R•$irtttthl Trrtal ToLIl Foud SL8ttCosL Sub¢ontrattseAdce5 C06 Othèrolr￿COsts TO￿ Diracl Costs 70.444 104 321 181.691 24?.ts8 236.906 87.304 69.36 567.364 10.$04 esoo 427.536 492,758 herwhth gJpr¢rt¢05ts recessary￿￿$[￿n 8upport¢o•is Prem13e5 3DdlsdhUe8co8L T¢Jtèl 48.579 ,242 40,821 2.29S 4.500 0.755 ae.286 31.641 Tol& SuppDrtC051 Sup￿CO￿￿•[e￿laClied DnBieaJonableaThdcO￿5tenlbb5￿.pnfflllnIY[efiethfig strtfthe andu&pOftsal￿e5 Go¥emDThce Ix￿￿￿p￿S0x1￿sISlThV￿Yu￿￿E pUblica￿0￿￿k￿bIltyOtthE mMpl￿n[e￿th regu￿bD￿￿￿d gDDd waL UnM%lrtct•d R•%trlct•J Total Total Goverf4nc•fy)6ts al¢ m06e ￿0￿￿è1￿$41 bu¢O¥w9hl rb Tow Orch￿[bieAcbVths. Supwl&GovEm?nC4$1 640.48 7.111 5T5,334 Unt•Blrtct•d Tctsl To￿1 246 24,630 24.6YJ 24.63Q 42,200 42,200 4 ￿Mur•r￿￿￿jnd zoi Tatar 20F.QJI è.136 20.771 23J8 9,3e8 242.￿8 246,9ty6 20 ez Noefflpkny¢• re￿wed refflunerd￿ffl ofmDre than£60.WQdurtr¥ th• yÈVJf 12024 NIL) Ltyw. 12024 NILI 28

8 FIXEOASSETS COST crVAWAT￿￿ O1nuEwlpm￿¢ Flxtur•&Fthlnp e48 4,884 4.765 i•tund•i Tolal 61F 759 7A51 56.545 39.362 DtsPOSal At3010612D25 708 AcCumulatÈd ChaFgefoT On Disposa At30mw2025 475 1.664 563 380 N￿BaDV￿lU Clo￿￿ BBLincp (WI￿ B S.231 14762 3.9&15 S9,J62 61,2SB 4LS E Oobtor 2ll24 26 2J 510 114 538 cash atoartk 108 999 2026 Long t•rm LlibllM• OpE￿ng Balance Cb)Slng Bal￿¢e Curr•nt Uabl1￿•S De(ei@d InCOm¢ 48.7L¥) 2.804 9.682 1.820 1.7fj [W¢￿ed Ihttyi)e Juf3035wè$ t48.7wl2024.t￿I1l This reryasentqgrant InL￿ne roceivod inadvance lorspetificpi0iactswhe￿thÉ pÉrtrrffflanu cond￿on￿had not W rw aith8balancg sh991 daig.Thg Inwmwill bg rgowll159¢ In Slalgmgniof F￿4￿ClalACU￿iIe$i￿thtllQrtfi￿J￿l?lSV￿. In lingwith whgn thereLe¢ thadlab￿Wth1Ur¢ 1$ In￿rrI1, an¢ the pgrtormwceMndWrrf a￿lU￿TIl•d. 8 RA$trlctsdfund$ DeNc￿Su1pIvs80￿Q6I2o24 ExcÈs8ofiTrC0meo¥eiexpe￿I￿rtr Balan¢a$ on 3W0612025 $2,284 44 453 3ufoFJZQ13 lJnr4$￿¢1•d Dehcwsurplu$3ty0612024 Excessofincome D¥e[expB￿i￿r& alan¢a$ on 3OIW102 64,041 12765 s7￿9

ID¥￿•￿11￿ Fund Inmmlni rtWurts Re50ur èxpknd Balancea5 at aothJuhÈ 202$ 1th2024 Unr•￿1Ct•dIun￿ GpThwal 64.041 5SZ.353 51.276 R¢•tslctedfundJ Zakal &wle Pa￿tFa￿lI￿5 Cawgn Refugee Work F(xm$88nka￿J FODdprint 14,8f 494 111.5WI 19,464 ,542 39.117 92.2 4.986 10,0 21,935 494 17.406 la,5421 34.540 35.070 8,422 6,974 G3rdenlng ¢0mml￿C￿09 6,974 HEBI CDokK￿￿8￿5 Cl(theY￿k Cther 6.510 2,990 1,154 2,990 1,254 2,777 7,193 Tmo1 rg$bwgdfun 52.284 191.076 146.$24 96.737 Toi41 Fund 116 JZS 148015 ThÈ th4ntyrsartg1st￿d thamyJnd 1sth•refore ¢￿MpifrtyM 11 PwrtyTrwFUpn DuTin¢ yekr, the CJWityd¥JnOtenleTink)￿Ylektso partYtrats$a¢Ax￿Sl2o24. Énill. Th&Chartyr•5c<wi￿IrwJV￿11•gWrn•l￿•Q18o￿PIF￿8

0115 871 4426 [e-mail] www.himmah.org

Unit 4-5 Forest Court Gamble Street, Radford Nottingham NG7 4EX

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